An

INDUSTRIAL TRAINING REPORT

On

MANAGERIAL TRAINING
At
Seabird, Parekh Group of Industries
M.J. LOGISTICS SERVICES LIMITED
Submitted in partial fulfillment of the requirements of

Master of Business Administration (MBA)

Under the Guidance of Submitted By:

Mr. Deepak Mor Aman Singh
MBA- 3rd Semester
Roll. no.:-170101010040

Haryana School of Business

Guru Jambheshwar University Of Science & Technology

Hisar, Haryana
Session (2018-19)
 CERTIFICATE

This is to certify that Mr. Aman Singh student of Guru Jambheshwar University of Science
& Technology, Hisar, Haryana has completed his practical training with Seabird’s MJ
Logistics Private Ltd. successfully. The duration of the training was from 2nd June 2018 to 14th
August 2018.

During the training we found him sincere, hardworking and technically sound & result oriented.
He worked well as part of a team during his tenure.

We take this opportunity to thank and wish him all the best for future endeavors.

For MJ LOGISTICS PVT. LTD.

Authorized signatory
 DECLARATION

I Aman Singh, student of MBA in Guru Jambheshwar University Of Science & Technology,
Hisar have undertaken that this report is result of my training under the title
Marketing(Operation & Process) at Seabird’s MJ Logistics Pvt. Ltd.

All the information in this report is my own and original, not copied from anywhere else. I also
declare that I have done my work very sincerely and accurately up to my knowledge and
information provided to me. Even if any mistake or error is found in the report, I request my
readers to point out such errors and guide me to remove such errors to avoid such mistakes in
future.
 PREFACE

Summer training is a part of our studies. All the students have to go for summer training in any
industrial or commercial organization. The main objective of this training is to arrange an
exposure to actual functioning of the real atmosphere surrounding the organization. There are
many other aspects which are more complex in practical and their treatment is not only possible
through theoretical knowledge. For this purpose, practical training is necessary.

I did my summer training in Seabird’s MJ Logistics Pvt. Ltd. MJ is a leading player in the 3PL
industry. MJ has guided the development of Best Practices specific to India for giants of
industry. MJ was a prominent member of the CII trade delegation to Germany in May 2012. MJ
is associated with industry bodies like CII, FICCI, PHDCC, NCCD etc. They make me learn
about the process and operations at MJ Logistics Pvt. Ltd. and the management work with the
help of data, information and knowledge provided by them.

Practical work experience is the integral part of individual learning. An individual learning
managerial concepts has to undergo the practical experience for being a future executive. And
the training report is the presentation of our observation in the organization.
 1

ACKNOWLEDGEMENT
I am highly grateful to the Mr. Sudhir Tripathi, Vice President, MJ Logistics Pvt. Ltd, for
providing this opportunity to carry out the 2 and half months industrial training at MJ Logistics
Services Limited.

The constant guidance and encouragement received from Mr. Sudhir Tripathi, Vice President,
MJ Logistics Pvt. Ltd. has been of great help in carrying out the project work and is
acknowledged with reverential thanks.

I would like to express a deep sense of gratitude and thanks profusely to Mr. Deepak, Senior
Executive. Without the wise counsel and able guidance, it would have been impossible to
complete the report in this manner.

The help rendered by Mr.Vineet Pandey (Head of Warehouse) for experimentation is greatly
acknowledged.

I express my gratitude to Dr.Vandana, Professor, HSB, GJUS&T, Hisar for their intellectual
support throughout the course of this work.

Finally, I am indebted to all whosoever have contributed in this report work and friendly stay
at______________.

Aman Singh
 2

Table of Contents
CHAPTER-1 .............................................................................................................................................. 5

COMPANY OVERVIEW: ........................................................................................................................ 5

COMPANY CLIENTS .............................................................................................................................. 6

AUTOMOTIVE & LIGHT ENGINEERING: .................................................................................. 6

FOOD & FMCG: ............................................................................................................................. 6

COLD CHAIN: ................................................................................................................................... 7

RETAIL (LIFESTYLE & FOOD) & OTHERS : .............................................................................. 8

COMPANY HISTORY ............................................................................................................................. 9

MJ LOGISTIC SERVICES LIMITED ................................................................................................. 9

Chapter-2 .............................................................................................................................................. 10

5S Methodology:- .............................................................................................................................. 10

Kaizen................................................................................................................................................ 11

New Demarked layout after kaizen:- .................................................................................................. 13

Kanban .............................................................................................................................................. 14

First In, First Out - FIFO ...................................................................................................................... 16

What is 'First In, First Out - FIFO' ..................................................................................................... 16

FIFO Logistics:- ................................................................................................................................ 16

Poka-yoke :-....................................................................................................................................... 17

USAGE ............................................................................................................................................. 17

Chapter-3 .............................................................................................................................................. 18

Tata Motors History And Products :- .................................................................................................. 18

Operations: ........................................................................................................................................ 21

Tata Motors Cars ........................................................................................................................... 21

Tata Daewoo ................................................................................................................................. 22

Tata Hispano ................................................................................................................................. 22

Jaguar Land Rover ......................................................................................................................... 23

TML Drivelines ............................................................................................................................. 23

Tata Technologies.......................................................................................................................... 23
 3

European Technical Centre ............................................................................................................ 24

Joint ventures .................................................................................................................................... 24

Tata Marcopolo ............................................................................................................................. 24

Fiat-Tata ........................................................................................................................................ 25

Tata Hitachi Construction Machinery ............................................................................................. 25

Products :- ......................................................................................................................................... 26

Commercial vehicles...................................................................................................................... 26

Military vehicles ............................................................................................................................ 28

Electric vehicles............................................................................................................................. 28

Tata Nano ...................................................................................................................................... 29

Tata Ace ........................................................................................................................................ 29

Tata 407 ........................................................................................................................................ 30

Chapter-4 .............................................................................................................................................. 31

OUR MAIN CLIENT:- ........................................................................................................................... 31

Warehouse Parameters:- ................................................................................................................... 32

TML Warehouse Layout:- ................................................................................................................... 33

Warehouse Process Flow:- ................................................................................................................. 34

Eshopbox ........................................................................................................................................... 40

SOP of Inward .................................................................................................................................... 40

SOP of Outward ................................................................................................................................. 42

SOP of Return .................................................................................................................................... 45

SOP of Security Check in Inbound. ..................................................................................................... 47

INBOUND....................................................................................................................................... 47

SOP of Security Check in Outbound ................................................................................................... 48

Outbound ...................................................................................................................................... 48

SOP of Security Check for Visitors ...................................................................................................... 50

SOP FOR VISITORS ......................................................................................................................... 50

Suggestions: ...................................................................................................................................... 50

Current Process Vs Proposed process ................................................................................................ 51

 4

Challenges: .................................................................................................................................... 51

Bottlenecks: ................................................................................................................................... 51

How proposed process overcome the current process challenges & bottle necks: ......................... 52

Advantages of proposed process: .................................................................................................. 53

Challenges and Remedies: ............................................................................................................. 54

Training Module: ............................................................................................................................... 55

Agenda: ......................................................................................................................................... 55

Training Module ............................................................................................................................ 56

Training Model & Methodology : ................................................................................................... 56

Training pattern: ............................................................................................................................ 57

Training Aid: .................................................................................................................................. 58

CURRENT FORMAT vs. PROPOSED FORMAT: ...................................................................................... 59

Current Format for calculating productivity: .................................................................................. 59

Proposed Format for calculating productivity:................................................................................ 59

Challenges faced by the departments: ............................................................................................... 60

Reason of Low efficiency, high manpower cost, dependency in manpower in Packaging department:60

Reason of Low efficiency, high manpower cost, dependency in manpower in QA area: ..................... 60

Reason of Low efficiency, high manpower cost, dependency in manpower in dispatch department: . 61

Suggestions: ...................................................................................................................................... 61

Proposal: ........................................................................................................................................... 62

Outcome: .......................................................................................................................................... 62

Scope : ......................................................................................................................................... 62

Challenges: ........................................................................................................................................ 63

Time Motion Study and Productivity: ................................................................................................. 63

Remarks: ....................................................................................................................................... 63

BIBLIOGRAPHY................................................................................................................................... 64

ANNEXURE ........................................................................................................................................ 64
 5

CHAPTER-1
COMPANY OVERVIEW:

What sets us apart from our counterparts is our optimal organizational structure along with a
committed turn-around time. Our decision making is solely considering the requirements of our
clients. And that’s the reason why we are the leading players in the 3PL industry. We are a group
of expert professionals playing significant role in the supply chain and aim to be one of the
prominent 3PL service providers. For us customer satisfaction matters the most and we too do
not deter in our commitment that we promise before we start with our work.

On account of our professional superiority and systematic order of execution of some of mission
critical services for our clients, we are a strong force in North India for our various services
offering viz. Cold chain solutions, 3PL warehousing & logistics services, Primary & secondary
distribution etc.

MJ is a leading player in the 3PL industry. MJ has guided the development of Best Practices
specific to India for giants of industry. MJ was a prominent member of the CII trade delegation
to Germany in May 2012, where Mr. Anil Arora spoke alongside Mr. Anand Sharma, Union
Cabinet Minister for Commerce, Industry and Textiles. Mr. Anil Arora is also a founder member
of the National Centre for Cold Chain Development, set up in July 2012 and core member of CII
Logistics Advisory Council. MJ is associated with industry bodies like CII, FICCI, PHDCC,
NCCD etc.
 6

COMPANY CLIENTS

AUTOMOTIVE & LIGHT ENGINEERING:

 Tata Motors
 Bosch Limited
 Mahle Filters
 Suzuki Motorcycles
 Phillips
 Armstrong World Industries

FOOD & FMCG:

 ITC Limited
 Colgate Palmolive
 Dabur
 Nandos
 7

COLD CHAIN:
 DuPont
 Subway
 Baker Circle
 Mother Dairy
 Devyani International
 Cream bell

 Kwality dairy
 Barista
 D'lecta Foods
 PepsiCo
 Paras Dairy
 8

RETAIL (LIFESTYLE & FOOD) & OTHERS :

 ITC Wills Lifstyle
 Nature Basket
 Bharti Retail
 Metro Cash & Carry
 Archies Limited
 FHI
 9

COMPANY HISTORY

MJ LOGISTIC SERVICES LIMITED

M J Logistic Services Limited incorporated in the month of July of 2005. The company was
designed with the capability to provide complete integrated 3PL services to industry. It would
aim at creating world class infrastructure with the objective of offering best in class service to
clients.

Currently, M J Logistics Services Limited has succeeded in managing more than 1.2 million
square feet of the entire warehouse space, including cold and dry logistics services under a single
roof.

Our professionals and senior level management feel pride on designing as well as execution of
various innovative as well as customer-centric supply chains to address different types of
logistics challenges as well as problems faced by varying industries. Lastly, our in-depth
involvement for understanding of industrial or client-based requirements has resulted in long-
standing of our company, while long-term relationship with our clients
 10

Chapter-2
5S Methodology:-

5S methodology. 5S resource corner at Scanfil Poland factory in Sieradz

5S is a workplace organization method that uses a list of five Japanese words: seiri,
seiton, seiso, seiketsu, and shitsuke. These have been translated as "Sort", "Set in Order",
"Shine", "Standardize" and "Sustain".
[1] The list describes how to organize a work space for efficiency and effectiveness by
identifying and storing the items used, maintaining the area and items, and sustaining the new
order. The decision-making process usually comes from a dialogue about standardization, which
builds understanding among employees of how they should do the work. In some quarters, 5S
has become 6S, the sixth element being safety.
[2]Other than a specific stand-alone methodology, 5S is frequently viewed as an element of a
broader construct known as visual control,
[3] visual workplace,
[4] or visual factory.
[5]Under those (and similar) terminologies, Western companies were applying underlying
concepts of 5S before publication, in English, of the formal 5S methodology. For example, a
workplace-organization photo from Tennant Company (a Minneapolis-based manufacturer) quite
similar to the one accompanying this article appeared in a manufacturing-management book in
1986.

 Sort
 Set in Order
 Shine
 Standardize
 Sustain
 11

Kaizen

Kaizen in kanji

Kaizen (改善), is the Japanese word for "improvement". In business, kaizen refers to activities
that continuously improve all functions and involve all employees from the CEO to the assembly
line workers. It also applies to processes, such as purchasing and logistics, that cross
organizational boundaries into the supply chain.
[1] It has been applied in healthcare,
[2] Psychotherapy,
[3] life-coaching, government, banking, and other industries, by improving standardized
programes and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was
first practiced in Japanese businesses after the Second World War, influenced in part by
American business and quality-management teachers, and most notably as part of The Toyota
Way. It has since spread throughout the world.
[4] And has been applied to environments outside business and productivity.

History of Kaizen;-

The small-step work improvement approach was developed in the USA under Training Within
Industry program (TWI Job Methods). Instead of encouraging large, radical changes to achieve
desired goals, these methods recommended that organizations introduce small improvements,
preferably ones that could be implemented on the same day. The major reason was that during
WWII there was neither time nor resources for large and innovative changes in the production of
war equipment. The essence of the approach came down to improving the use of the existing
workforce and technologies.
As part of the Marshall Plan after World War II, American occupation forces brought in experts
to help with the rebuilding of Japanese industry while the Civil Communications Section (CCS)
developed a management training program that taught statistical control methods as part of the
overall material. Homer Sarasohn and Charles Protzman developed and taught this course in
1949-1950. Sarasohn recommended W. Edwards Deming for further training in statistical
methods.
The Economic and Scientific Section (ESS) group was also tasked with improving Japanese
management skills and Edgar McVoy was instrumental in bringing Lowell Mellen to Japan to
properly install the Training Within Industry (TWI) programs in 1951. The ESS group had a
training film to introduce TWI's three "J" programs: Job Instruction, Job Methods and Job
Relations. Titled "Improvement in Four Steps" (Kaizen eno Yon Dankai) it thus introduced
kaizen to Japan.
 12

For the pioneering, introduction, and implementation of kaizen in Japan, the Emperor of
Japan awarded the Order of the Sacred Treasure to Dr. Deming in 1960. Subsequently,
the Japanese Union of Scientists and Engineers (JUSE) instituted the annual Deming Prizes for
achievement in quality and dependability of products. On October 18, 1989, JUSE awarded
the Deming Prize to Florida Power & Light Co. (FPL), based in the US, for its exceptional
accomplishments in process and quality-control management, making it the first company
outside Japan to win the Deming Prize
 13

New Demarked layout after kaizen:-

 14

Kanban
Kanban (看板) (signboard or billboard in Japanese) is a scheduling system for lean
manufacturing and just-in-time manufacturing(JIT). Taiichi Ohno, an industrial
engineer at Toyota, developed kanban to improve manufacturing efficiency. Kanban is one
method to achieve JIT. The system takes its name from the cards that track production within a
factory. For many in the automotive sector Kanban is known as “Toyota name plate system” and
as such some other auto makers won’t use the term Kanban.

Kanban Principles

Kanban maintains inventory levels; a signal is sent to produce and deliver a new
shipment as material is consumed. These signals are tracked through the
replenishment cycle and bring extraordinary visibility to suppliers and buyers.[1]

Purpose Logistic control system

Developer Taiichi Ohno

Implemented at Toyota

Kanban became an effective tool to support running a production system as a whole, and an
excellent way to promote improvement. Problem areas are highlighted by measuring lead time
and cycle time of the full process and process steps. Clarification one of the main benefits of
kanban is to establish an upper limit to work in process inventory to avoid overcapacity. Other
 15

systems with similar effect are for example CONWIP. A systematic study of various
configurations of kanban systems, of which CONWIP is an important special case, can be found
in Tayur (1993), among other papers.
A goal of the kanban system is to limit the buildup of excess inventory at any point in
production. Limits on the number of items waiting at supply points are established and then
reduced as inefficiencies are identified and removed. Whenever a limit is exceeded, this points to
an inefficiency that should be addressed
 16

First In, First out - FIFO

What is 'First In, First Out - FIFO'

First in, first out (FIFO) is an asset-management and valuation method in which the
assets produced or acquired first are sold, used or disposed of first and may be used by a
individual or a corporation. For taxation purposes, FIFO assumes that the assets that are
remaining in inventory are matched to the assets that are most recently purchased or
produced.

FIFO Logistics:-

As inventory items are prepared for sale, they are assigned costs. This may occur through the
purchase of the inventory of production costs through the purchase of materials and utilization
of labour. These assigned costs are based on the order in which the product was used, and for
FIFO, it is based on what arrived first. For example, if 100 items were purchased for $10 and 100
more items were purchased the next for $15, FIFO would assign the cost of the first item resold
of $10. After 100 items were sold, the new cost of the item would become $15, regardless of any
additional inventory purchases made.

The FIFO method follows the logic that to avoid obsolescence, a company would sell the oldest
inventory items first and maintain the newest items in inventory. Although the actual inventory
valuation method used does not need to follow the actual flow of inventory through a company,
an entity must be able to support why it selected the use of a particular inventory valuation
method.
 17

Poka-yoke:-
Poka-yoke [poka joke] is a Japanese term that means "mistake-proofing" or "inadvertent
error prevention". The key word in the second translation, often omitted, is "inadvertent". There
is no poka-yoke solution that protects against an operator's sabotage, but sabotage is a rare
behavior among people. A poka-yoke is any mechanism in a lean manufacturing process that
helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product
defects by preventing, correcting, or drawing attention to human errors as they occur.[2] The
concept was formalised, and the term adopted, by Shigeo Shingo as part of the Toyota Production
System.[3][4] It was originally described as baka-yoke, but as this means "fool-proofing" (or
"idiot-proofing") the name was changed to the milder poka-yoke.

USAGE
More broadly, the term can refer to any behavior-shaping constraint designed into a process to
prevent incorrect operation by the user.
A simple poka-yoke example is demonstrated when a driver of the car equipped with a manual
gearbox must press on the clutch pedal (a process step, therefore a poka-yoke) prior to starting an
automobile. The interlock serves to prevent unintended movement of the car. Another example
of poka-yoke would be the car equipped with an automatic transmission, which has a switch that
requires the car to be in "Park" or "Neutral" before the car can be started (some automatic
transmissions require the brake pedal to be depressed as well). These serve as behavior-shaping
constraints as the action of "car in Park (or Neutral)" or "foot depressing the clutch/brake pedal"
must be performed before the car is allowed to start. The requirement of a depressed brake pedal
to shift most of the cars with an automatic transmission from "Park" to any other gear is yet
another example of a poka-yoke application. Over time, the driver's behavior is conformed with
the requirements by repetition and habit.
 18

Chapter-3
Tata Motors History And Products :-

Tata entered the commercial vehicle sector in 1954 after forming a joint venture with Daimler-
Benz of Germany. After years of dominating the commercial vehicle market in India, Tata
Motors entered the passenger vehicle market in 1991 by launching the Tata Sierra, a multi utility
vehicle. Tata subsequently launched the Tata Estate (1992; a station wagon design based on the
earlier 'TataMobile' (1989), a light commercial vehicle), the Tata Sumo (1994; LCV) and the
Tata Safari (1998; India's first sports utility vehicle).

Tata Sumo(1994–2011)

The first-generation(1998–07) Tata Indica.

Tata Bolt
 19

TATA Tiago.

Tata Tigor.

Tata launched the Indica in 1998, the first fully indigenous Indian passenger car. Although
initially criticized by auto analysts, its excellent fuel economy, powerful engine, and an
aggressive marketing strategy made it one of the best-selling cars in the history of the Indian
automobile industry. A newer version of the car, named Indica V2, was a major improvement
over the previous version and quickly became a mass favourite. Tata Motors also successfully
exported large numbers of the car to South Africa. The success of the Indica played a key role in
the growth of Tata Motors.

In 2004, Tata Motors acquired Daewoo's South Korea-based truck manufacturing unit, Daewoo
Commercial Vehicles Company, later renamed Tata Daewoo.

On 27 September 2004, Tata Motors rang the opening bell at the New York Stock Exchange to
mark the listing of Tata Motors.

In 2005, Tata Motors acquired a 21% controlling stake in the Spanish bus and coach
manufacturer Hispano Carrocera. Tata Motors continued its market area expansion through the
introduction of new products such as buses (Starbus and Globus, jointly developed with
subsidiary Hispano Carrocera) and trucks (Novus, jointly developed with subsidiary Tata
Daewoo).

In 2006, Tata formed a joint venture with the Brazil-based Marcopolo, Tata Marcopolo Bus, to
manufacture fully built buses and coaches.

In 2008, Tata Motors acquired the English car maker Jaguar Land Rover, manufacturer of the
Jaguar and Land Rover from Ford Motor Company.
 20

In May 2009, Tata unveiled the Tata World Truck range jointly developed with Tata Daewoo;
the range went on sale in South Korea, South Africa, the SAARC countries, and the Middle East at
the end of 2009.

Tata acquired full ownership of Hispano Carrocera in 2009.

In 2009, its Lucknow plant was awarded the "Best of All" Rajiv Gandhi National Quality Award.

In 2010, Tata Motors acquired an 80% stake in the Italian design and engineering company
Trilix for €1.85 million. The acquisition formed part of the company's plan to enhance its styling
and design capabilities.

In 2012, Tata Motors announced it would invest around ₹6 billion in the development of
Futuristic Infantry Combat Vehicles in collaboration with DRDO.

In 2013, Tata Motors announced it will sell in India, the first vehicle in the world to run on
compressed air (engines designed by the French company MDI) and dubbed "Mini CAT".

In 2014, Tata Motors introduced first Truck Racing championship in India "T1 Prima Truck
Racing Championship".

On 26 January 2014, the Managing Director Karl Slym was found dead. He fell from the 22nd
floor to the fourth floor of the Shangri-La Hotel in Bangkok, where he was to attend a meeting of
Tata Motors Thailand.

On 2 November 2015, Tata Motors announced Lionel Messi as global brand ambassador at New
Delhi, to promote and endorse passenger vehicles globally.

On 27 December 2016, Tata Motors announced the Bollywood actor Akshay Kumar as brand
ambassador for its commercial vehicles range.

On 8 March 2017, Tata Motors announced that it has signed a memorandum of understanding
with Volkswagen to develop vehicles for India's domestic market.

On 3 May 2018, Tata Motors announced that it sold its aerospace and defense business to
another Tata Group Entity, Tata Advanced Systems, to unlock their full potential.
 21

TAMO Racemo, the first sports car by Tata Motors

Operations:

Tata Motors has vehicle assembly operations in India, Great Britain, South Korea, Thailand,
Spain and South Africa. It plans to establish plants in Turkey, Indonesia, and Eastern Europe.

Tata Motors Cars

The Tata Prima

Tata Motors Cars is a division of Tata Motors which produces passenger cars under the Tata
Motors marque. Tata Motors is among the top four passenger vehicle brands in India with
products in the compact, midsize car, and utility vehicle segments. The company's manufacturing
base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar
Pradesh), Pantnagar (Uttarakhand), Dharwad (Karnataka) and Sanand (Gujarat). Tata's
dealership, sales, service, and spare parts network comprises over 3,500 touch points. Tata
Motors has more than 250 dealerships in more than 195 cities across 27 states and four Union
Territories of India. It has the third-largest sales and service network after Maruti Suzuki and
Hyundai.

Tata LPT Trucks made at overseas plants

Tata also has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine,
Russia, and Senegal. Tata has dealerships in 26 countries across 4 continents. Tata is present in
many countries, it has managed to create a large consumer base in the Indian Subcontinent,
namely India, Bangladesh, Bhutan, Sri Lanka and Nepal. Tata is also present in Italy, Spain,
Poland, Romania, Turkey, Chile, South Africa, Oman, Kuwait, Qatar, Saudi Arabia, United Arab
Emirates, Bahrain, Iraq, Syria and Australia.
 22

Tata Daewoo

The Tata Prima heavy truck on the roads of Lucknow

Tata Daewoo (officially Tata Daewoo Commercial Vehicle Company and formerly Daewoo
Commercial Vehicle Company) is a commercial vehicle manufacturer headquartered in Gunsan,
Jeollabuk-do, South Korea, and a wholly owned subsidiary of Tata Motors. It is the second-
largest heavy commercial vehicle manufacturer in South Korea and was acquired by Tata Motors
in 2004. The principal reasons behind the acquisition were to reduce Tata's dependence on the
Indian commercial vehicle market (which was responsible for around 94% of its sales in the
MHCV segment and around 84% in the light commercial vehicle segment) and expand its
product portfolio by leveraging on Daewoo's strengths in the heavy-tonnage sector.

Tata Motors has jointly worked with Tata Daewoo to develop trucks such as Novus and World
Truck and buses including GloBus and StarBus. In 2012, Tata began developing a new line to
manufacture competitive and fuel-efficient commercial vehicles to face the competition posed by
the entry of international brands such as Mercedes-Benz, Volvo, and Navistar into the Indian
market.

Tata Hispano

Tata Hispano Habit bus at Madrid Airport

Tata Hispano Motors Carrocera, S.A. was a bus and coach manufacturer based in Zaragoza,
Aragon, Spain, and a wholly owned subsidiary of Tata Motors. Tata Hispano has plants in
Zaragoza, Spain, and Casablanca, Morocco. Tata Motors first acquired a 21% stake in Hispano
Carrocera SA in 2005, and purchased the remaining 79% for an undisclosed sum in 2009,
making it a fully owned subsidiary, subsequently renamed Tata Hispano. In 2013, Tata Hispano
ceased production at its Zaragoza plant.
 23

Jaguar Land Rover

The Range Rover.

Jaguar Land Rover PLC is a British premium automaker headquartered in Whitley, Coventry,
United Kingdom, and has been a wholly owned subsidiary of Tata Motors since June 2008, when
it was acquired from Ford Motor Company of USA.[37] Its principal activity is the development,
manufacture and sale of Jaguar luxury and sports cars and Land Rover premium four-wheel-drive
vehicles.

Jaguar Land Rover has two design centres and three assembly plants in the United Kingdom.
Under Tata ownership, Jaguar Land Rover has launched new vehicles including the Range Rover
Evoque, Jaguar F-Type, the Jaguar XF, the Jaguar XE, the Jaguar XJ (X351), the second-generation
Range Rover Sport, the fourth-generation Land Rover Discovery, Range Rover Velar and the
Range Rover (L405).

TML Drivelines

TML Drivelines Ltd. is a wholly owned subsidiary of Tata Motors engaged in the manufacture of
gear boxes and axles for heavy and medium commercial vehicles. It has production facilities at
Jamshedpur and Lucknow. TML Forge division is also a recent acquisition of TML Drivelines.
TML Drivelines was formed through the merger of HV Transmission and HV Axles .

Tata Technologies

Tata Technologies Limited (TTL) is a 43%-owned subsidiary of Tata Motors which provides
design, engineering, and business process outsourcing services to the automotive industry. It is
headquartered in Pune (Hinjewadi) and also has operations in London, Detroit and Thailand. Its
clients include Ford, General Motors, Honda, and Toyota.
 24

The British engineering and design services company Incat International, which specialises in
engineering and design services and product lifecycle management in the automotive, aerospace,
and engineering sectors, is a wholly owned subsidiary of TTL. It was acquired by TTL in August
2005 for ₹4 billion.

In 2017, TAL, a subsidiary of Tata Motors, manufactured India’s first industrial articulated robot
for micro, small, and medium enterprises.

European Technical Centre

The Tata Motors European Technical Centre (TMETC) is an automotive design, engineering,
and research company based at Warwick Manufacturing Group (WMG) on the campus of the
University of Warwick in Great Britain. It was established in 2005 and is a wholly owned
subsidiary of Tata Motors. It was the joint developer of the World Truck.

In September 2013, it was announced that a new National Automotive Innovation Campus would
be built at WMG at Warwick's main campus at a cost of £100 million. The initiative will be a
partnership between Tata Motors, the university, and Jaguar Land Rover, with £30 million in
funding coming from Tata Motors.

Joint ventures

Tata Marcopolo

A Tata Marcopolo bus in use in Chandigarh, India

Tata Marcopolo is a bus-manufacturing joint venture between Tata Motors (51%) and the Brazil-
based Marcopolo S.A. (49%). The joint venture manufactures and assembles fully built buses
and coaches targeted at developing mass rapid transportation systems. It uses technology and
expertise in chassis and aggregates from Tata Motors, and know-how in processes and systems
for bodybuilding and bus body design from Marcopolo. Tata Marcopolo has launched a low-
floor city bus which is widely used by transport corporations in many Indian cities. Its
manufacturing facility is based in Dharwad, Karnataka State, India.
 25

Fiat-Tata

Fiat-Tata is an India-based joint venture between Tata and Fiat Automobiles which produces Fiat
and Tata branded passenger cars, as well as engines and transmissions. Tata Motors has gained
access to Fiat's diesel engine and transmission technology through the joint venture.

The two companies formerly also had a distribution joint venture through which Fiat products
were sold in India through joint Tata-Fiat dealerships. This distribution arrangement was ended
in March 2013; Fiats have since been distributed in India by Fiat Automobiles India Limited, a
wholly owned subsidiary of Fiat.

Tata Hitachi Construction Machinery

Tata Hitachi Construction Machinery is a joint venture between Tata Motors and Hitachi which
manufactures excavators and other construction equipment. It was previously known as Telcon
Construction Solutions.The TATA Motors European Technical Centre is an automotive
design,engineering, and research company. Company based at Warwick Manufacturing Group
(WMG) on the campus of the University of Warwick in Great Britain. It was established in 2005
and is wholly owned subsidiary of Tata Motors. It was the joint developer of the World Truck .
In September 2013 it was announced that a new National Automotive Innovative Campus would
be built at WMG at Warwicks main campus at a cost of 100 million pounds. The initiative will
be a partnership between Tata Motors, the University, and Jaguar Land Rover, with the 30
million pounds in funding coming from Tata Mtors.
 26

Products :-

For details of Tata Motors passenger cars, see Tata Motors Cars. For details of Land Rover and
Jaguar products, see Jaguar Land Rover.

Commercial vehicles

The Tata TL

A Tata 407 water truck

A Tata Starbus
 27

Tata twin-axle lorry in South India

 Tata Ace
 Tata Ace Zip
 Tata Super Ace
 Tata TL/Telcoline/207 DI pickup truck
 Tata 407 Ex and Ex2

TATA 407 Ex2 BS4

 Tata 709 Ex
 Tata 807 (Steel cabin chassis, cowl chassis, medium bus chassis, steel cabin + steel body
chassis)
 Tata 809 Ex and Ex2
 Tata 909 Ex and Ex2
 Tata 1210 SE and SFC (Semi Forward)
 Tata 1210 LP (Long Plate)
 Tata 1109 (Intermediate truck/ LCV bus)
 Tata 1512c (medium bus chassis)
 Tata 1515c/1615 (medium bus chassis)
 Tata 1612c/1616c/1618c (heavy bus chassis)
 Tata 1618c (semilow-floor bus chassis)
 Tata 1623 (rear-engined low-floor bus chassis)
 Tata 1518C (Medium truck) 10 ton
 Tata 1613/1615c (medium truck)
 Tata 1616/1618c (heavy duty truck)
 Tata 2515c/2516c,2518c (heavy duty 10 wheeler truck)
 Tata Starbus (branded buses for city, intercity, school bus, and standard passenger
transportation)
 Tata Divo (Hispano Divo fully built luxury coach)
 Tata CityRide (12- to 20-seater buses for intracity use)
 28

 Tata 3015 (heavy truck)

 Tata 3118 (heavy truck) (8×2)
 Tata 3516 (heavy truck)
 Tata 4018 (heavy truck)
 Tata 4923 (ultraheavy truck) (6×4)
 Tata Novus (heavy truck designed by Tata Daewoo)
 Tata Prima (the World Truck designed by Tata Motors and Tata Daewoo)
 Tata Prima LX (stripped-down version of Tata Prima)
 Tata Prima (Racing Trucks)
 Tata Ultra (ICV Segment)
 Tata Winger – Maxivan

Military vehicles

 Tata LSV (Light Specialist Vehicle)

 Tata Mine Protected Vehicle (4×4)
 Tata 2 Stretcher Ambulance
 Tata 407 Troop Carrier, available in hard top, soft top, 4×4, and 4×2 versions
 Tata LPTA 713 TC (4×4)
 Tata LPT 709 E
 Tata SD 1015 TC (4×4)
 Tata LPTA 1615 TC (4×4)
 Tata LPTA 1621 TC (6×6)
 Tata LPTA 1615 TC (4×2)
 Tata LPTA 5252 TC (12×12), Transporter Erector Launcher for Prahaar (missile),
Brahmos and Nirbhay
 Tata Landrover 1515 F
 TATA SUMO 4*4
 Tata Xenon
 Tata 207

Tata Motors proposed overhaul of armoured fighting vehicles and infantry main combat vehicles
in 2015. The inter-ministerial committee was chaired by Secretary in the Department of
Industrial Policy and Promotion (DIPP) approved most of the proposals from the defense
Manufacturing sector in India.

Electric vehicles

Tata Motors has unveiled electric versions of the Tata Indica passenger car powered by TM4
electric motors and inverters, as well as the Tata Ace commercial vehicle, both of which run on
lithium batteries.

Tata Motors' UK subsidiary, Tata Motors European Technical Centre, has bought a 50.3%
holding in electric vehicle technology firm Miljøbil Greenland/Innovasjon of Norway for
 29

US$1.93 million, which specialises in the development of innovative solutions for electric
vehicles, and plans to launch the electric Indica hatchback in Europe next year. In September
2010, Tata Motors presented four CNG–Electric Hybrid low-floored Starbuses to the Delhi
Transport Corporation, to be used during the Commonwealth Games. These were the first
environmentally friendly buses to be used for public transportation in India.

Tata Nano

Tata Nano is often cited as the world's most affordable car

The Nano was launched in 2009 as a city car intended to appeal as an affordable alternative to
the section of the Indian populace that is primarily the owner of motorcycles and has not bought
their first car. Initially priced at ₹100,000 (US$1,500), the vehicle attracted a lot of attention for
its relatively low price. Production declined to 2 units per day in November 2017.

Tata Ace

Tata Ace was India's first mini truck

Tata Ace, India's first indigenously developed sub-one-ton minitruck, was launched in May
2005. The minitruck was a huge success in India with auto analysts claiming that Ace had
changed the dynamics of the light commercial vehicle (LCV) market in the country by creating a
new market segment termed the small commercial vehicle segment. Ace rapidly emerged as the
first choice for transporters and single truck owners for city and rural transport. By October
2005, LCV sales of Tata Motors had grown by 36.6% to 28,537 units due to the rising demand
for Ace. The Ace was built with a load body produced by Autoline Industries. By 2005, Autoline
was producing 300 load bodies per day for Tata Motors.

Ace is still a top seller for TML with 500,000 units sold by June 2010. In 2011, Tata Motors
invested Rs 1000 crore in Dharwad Plant, Karnataka, with the capacity of 90,000 units annually
 30

and launched two models of 0.5-T capacity as Tata Ace Zip, Magic Iris. Ace has also been
exported to several Asian, European, South American, and African countries and all-electric
models are sold through Polaris Industries' Global Electric Motorcars division. In Sri Lanka, it is
sold through Diesel and Motor Engineering (DIMO) PLC under the name of DIMO Batta.

Tata 407

The Tata 407 is a light commercial vehicle (LCV) that has sold over 500,000 units since its
launch in 1986. In India, this vehicle dominates market share of the LCV category, accounting
for close to 75% of LCV sales.
 31

Chapter-4
OUR MAIN CLIENT:-

Our main client is TATA Genuine parts which has 350000 sqr. Feet area that is
the Regional Warehouse in North of TATA India.

Patli
Tata motors,
Palwal

Pune
 32

Warehouse Parameters:-

Warehouse
Details (TML Warehouse)
Parameters

Total Area Available (Sq. Ft.) Covered Area 1.4 Lakh

9.36 Lakh Yard 1.3 Lakh

F- Category 1545

Total Stock Keeping Units M-Category 3976

(SKU) –
33156 Nos. S- Category 21303

Non moving (>1 year) 6332

HDS 13727

Shelving Item 6415

No. of storage locations – TOD (Small & Big) 12625

34334 Mezzanine Item 1000

Ground Locations 400

Other Locations 167

BOPT 3
HOPT 20
Material handling equipment
Reach Truck 11
(Nos.)
Fork lift 3
Mobile Crane 1

Human Power (Nos.)

-- 580
excluding absenteeism
 33

TML Warehouse Layout:-

Packing & Dispatch

Heavy Duty Rack

Heavy Duty

Shelving
Rack (HDR)

(HDR)

Inbound
(Staging &
Counting Area)

Heavy Duty Rack

(HDR)
Mez
zani
Filt
ers

for
ne
 34

Warehouse Process Flow:-

DEO check ASIN &

Schedule in SAP

If found Not found Inform TML to

update schedule

Handover the
hardcopy to Security
guard With
completion

Security Guard update it

in manual register with
gate entry no. &
mention it on the papers

Forward documents
to Inward department
 35

MJ supervisor & Security

guard evaluate the
documents at the dock

DEO generate LECI in

system & assign it on
documents

Carrier is ready for

unloading process on
dock

Security Guard &

Supervisor count the
stock according to
papers

Update TML
regarding the
If matches If not
short/excess

Handover POD to
carrier if stock satisfy
the standards
TML confirm Conflicted
the material moved
short/excess to Non-
Goods receipt is POD Confirming area
generated through
system by DEO
With the
Update details solution of
regarding conflict Stock is
Supervisor conduct short/excess in transferred in
PQC & place GR slip MB02 FG area
on the stock

Conflicted
Inform TML material
Redi group conduct regarding transferred to
quality check short/excess Non-confirming
If All correct If not area

TML informs With the solution

Stock transferred to Vendors of conflict stock
UC with accurate regarding is transferred in
filling of HOTO conflicted stock FG area
register
 36

Inform Binning team

with proper filling of
HOTO register Update it in
SAP

Put away team

generate Location in
system

Handover to Binning

Binning team
If location If not Informs Put
is correct away DEO

Location is
Binning team place changed in system
stock on their & handover the
location with HHT papers to Binning

Handover the put Update it in

away slip to DEO SAP

Picker pick the stock

from the different
location & handover
it to packaging team

Orders are confirmed

in SAP & MRP’s are
printed

Stock is placed on
packaging table with
challan & MRP in
accordance with the
customer priority
 37

Verify material If material found

whether rusty, conflicted return it
damage, short, wrong to
part id etc. the location &
inform
the PIV team
Boxes are prepared
according to the stock
volume

Scan MRP, Part id,

Box id

Stock is packed in the

boxes & a challan
copy is placed with air
bubbles poly in it.

Mark the boxes &

paste weight stickers
on boxes & challan
paper

Challans are
forwarded for DI
formation

Worker place the DI

on the boxes by
evaluating part id &
MRP

After completion of this

process production slips
are hand over to the
packing supervisor

Packing supervisor
handover all the
documents for record
 38

Dispatch workers
bring all the stock on
the QA floor

QA scan the Boxes to

check DI & Part id no.
to match

QA workers open the

boxes for quantity
check, part id & MRP
& DI check, weight
check

Return it to the
If the Boxes match Packaging
their standard If not department

Place QA sticker &

pack it again If problem resolved

Strapping of box is
done
 39

Dispatch workers
perform PQC

Inform the
If quantity ok if not QA
Supervisor

Divide the sock zone

wise. If problem
resolved

DEO print the carrier

slip who specifies
desired location of
transportation

Place the carrier slip

on the boxes

Dispatch supervisor,
security guard, loader
performs loading

Security Guard & If any Hold that &

Supervisor count the short/excess inform
boxes manually & by during Admin in
software at the dock scanning charge

After loading the stock

Dispatch supervisor
handover the essential
documents to the
transporter

After verification of
papers Carrier of
stock is allowed to
leave the MJ logistics
 40

Eshopbox
SOP of Inward
Responsibility: Receiver->QC/QA->Putaway/inventory controller->DEO-> Inward Inchrage->
Shift Incharge-> Warehouse Manager.

Inbound

1. Vehicle Report on Gate/Unloading process

a. The trucks must be covered and closed and Floorboards are dry and clean.
b. Notify the Supervisor and QA of any issues in Truck.
c. Security check (PO/LR) other details and Msg convey to inward for unload.
d. Security will enter LR detail of received consignment in system for gate
inward & generate inward gate pass and same will notify the in charge.
e. Each Box to be weight on weighing machine & Box should be in intact
condition and after completion of unloading total weight of all boxes should
be match with POD and POD should be release with remark of weight and
condition of cartoon.
f. CCTV coverage is essential on each dock.
2. Inbound staging
a. Storage of Goods in Staging area will be pallet wise slot (truck) wise.
Demarcation of slot should be mention on floor.
b. Sorting of SKU’s wise of each cartoon box.
c. Each Unit should be count/scan under CCTV coverage and after
counting/scanning each unit stored back into master cartoon and same will be
move for GRN.
d. No any unit should be in damage, in case of damage it should be kept
separately in defined colour tots.
e. Storage of SKU’s in master cartoon before processing for GRN.
f. GRN to be done based on each unit scanning and unique barcode should be
paste on Each Unit and after GRN same will kept in different defined colour
tots for QC.
g. In case any Unit or Item is not available in ASN, then this should be kept on
defined colour tots. (Storage of unexpected (not in ASN) SKU’s to be mailed
to concern person for further process)
3. QC Checking
a. Each unit for which GRN’s completed and stored in defined colour tots will
be move for QC checking.
b. Details of each unit should be match with unique serial labels.
c. Weight & dimension should be capture by WDL machine.
d. Images to be captured for QC failed Items and it should be kept in different
defined colour box.
e. When any discrepancy found and it’s required escalation before QC pass then
it should be store in storage area defined for QC

4. Putaway/Inventory
 41

a. After QC Items moved in defined tots with trolley in Putaway Area.

b. Apparels should be stored in a corrugated bin (sub-bins) then in Bins,
footwear should be kept directly in to Bins and blazer & jackets should be
kept with hanging storage.
c. Item should be kept in sub-bins and Bins with scanning of each unique serial
no.
d. After Putaway Goods will be live for distribution.
e. Cycle count should be complete with in 90 days of whole inventory. All
system inventory should be match with physical inventory if any discrepancy
found that should be close.

Below are the check points for Inspection.

Vehicle Inspection:
 Visual inspection
 Odor/floor inspection
 Pest / Rodent activity
 Truck/trailer number
 Details of consigner/consignee etc.
 Details of Goods

Product Information:
 Received date
 PO/ASN number
 Unique serial no.
 Description
 Weight in kg
 Lot number
 Quantity received

Quality checking:
 Item to match with Unique serial no.
 QC Approval
 Expiration Date
 Date of Rejection
 Date shipment
 42

Putaway:
 Each unit scanning with Sub-Bins and Bins
 Product should be kept in defined Zone
 Product should be kept as per defined process.

SOP of Outward
Responsibility: Pickers->Packers->QC/QA->Special team for pending orders->DEO-> Outward
Inchrage-> Shift Incharge-> Warehouse Manager.

Outbound

1. Picking Process
a. Picking TO to be generate as per FIFO of PO/Orders.
b. B2B pick list should be create separately for each order and in B2C single
picklist can be generate for multiple orders
c. Picking TO to be assigned to Pickers as per capacity.
d. Before picking each picklist should be assigned to tots by scanning.
e. Picking tots should be defined with different colour for B2B and B2C orders.
f. Images to be check during picking.
g. Each Item should be link with tots while picking from Bins.
h. All tots will be moved into packing zone.
2. Storage of picked Goods
a. All picked tots should be kept in defined area in packing storage section.
b. Item should be aligned for packing as per defined packing station of B2B and
B2C.
3. Packing B2B operation
a. Each picked unit to be scanned with assigned tots of Picklist and serial no. of
channels will be print and paste if required.
b. While packing all packing guidelines should be follow, like bubble put into
blank space if required, starch wrapping etc.
c. Shipping lable of channel partner to be print and same will paste on canvas
bag.
d. Packing should be covered in web cam and CCTV camera.
4. Packing B2C operation
a. Each unit to be scanned and completion of orders shipping label will print.
b. While packing all packing guidelines should be follow, like bubble put into
blank space if required, starch wrapping etc.
c. Packing should be done in front of web cam.
d. After printing of shipping label and Invoice, it should be paste on packed box
or canvas bag.

5. QA/QC with Weighing shipment

 43

a. Each shipping Item should be scanned on QC table and weight should be

captured in system directly linked with weighing machine.
b. After QC shipments should be sorting as per courier partners//zone and all
should be kept into trolley and defined area of courier partner.
6. Dispatch
a. Shipment should be kept in Trolley in defined area of courier partner.
b. All shipments should be handover to courier guy after scanning.
c. All handover shipment should be scanned by courier guy.
d. No. of shipment handover should be counted and security should be mention
in register.
7. Special pending/sideline orders and Pending Putaway storage Special Team
a. Some orders are cancelled after coming in processing area (Specially B2C
orders)
b. Some Orders having some issues while processing (Label not generated,
invoice not printed etc.)
c. This should be Re-Putaway in Bins with some guidelines.

Below are the check points for Inspection.

Picking:
 Order Type (B2B and B2C)
 TO linked with tots
 TO assignment as per capacity
 All tots should be bar coded
 Picking done in defined tots

Storage of Picked Items:

 In separate area
 Assign to B2B and B2C

Packing B2B:
 Item to match with Unique serial no. & orders
 Packing guidelines to be follow
 Shipping labels

Packing B2B:
 Item to match with Unique serial no. & orders
 Packing guidelines to be follow
 44

 Shipping labels on cartoon and Canvas.

QC/QA:
 Each shipment scanned
 Weight should be captured in system
 Sorting as per courier partner/zone.

Dispatch:
 Each shipment to be scanned before handover
 All shipment to be scanned by courier Guy
 Security to be count no. of shipment handover and maintain register.

Special pending/sideline orders:

 Item to be identify with unique serial no.
 Bins to be identify with unique serial no.
 Re-Putaway of Unit in same bin to be done.
 45

SOP of Return

Responsibility: Receiver->QC/QA->Put away/inventory controller-> Return In charge-> Shift In

charge-> Warehouse Manager.

RETURN – Unloading

1. Vehicle Report on Gate/Return -unloading process

a. Security team verifies all document and seal on vehicle and its details
mentioned in document.
b. Security inform to Return In charge / team.
c. Vehicle placed on Dock & unloads in front of CCTV after approving by
Return In charge / Supervisor.
d. Condition of box/Shipment to be verified by supervisor.

RETURN – Segregation & system updating

a. Opening of Shipment will be in front of CCTV / Webcam.

b. Damage/Reject and ok condition Goods segregated in front of CCTV than
stack of goods, bad and refurbishment inventory to be kept in different color
totes (as defined) with counting.
c. Master bar-code will be generated and paste on each Tots to link all the return
goods.
d. For any damage receiving, team will share details and photos to e-shop box
team concern person and take approval for receiving in system.
e. All return rejected should be inform to E-shop box team with in TAT defined.

Refurbishment and Return – Product Binning

a. Ok Condition Goods will process for Binning after verification &

refurbishment Goods move for refurbishment (Ironing /Poly bag
replacement and relabeling for Apparel and changes of Box and relabeling
of Footwear).
b. After refurbishment Goods ready for dispatch will be move for quality
check & verification.
c. Once goods will approve by QC team, Goods will move in different
defined color tot and process of Putaway and Binning will initiate.
d. After Putaway & Binning with unique bar code process goods will be live
 46

for distribution.

Below are the check points for Inspection.

Vehicle Inspection:
 Visual inspection
 Odor/floor inspection
 Pest / Rodent activity
 Truck/trailer number
 Details of consigner/consignee etc.
 Details of Goods

Product Information:
 Received date
 PO/ASN number
 Unique serial no.
 Description
 Weight in kg
 Lot number
 Quantity received

Quality checking:
 Item to match with Unique serial no.
 QC Approval
 Expiration Date
 Date of Rejection
 Date shipment

Putaway:
 Each unit scanning with Sub-Bins and Bins
 Product should be kept in defined Zone
 47

SOP of Security Check in Inbound.

INBOUND
VEHICLE ARRIVES
SOP:-
Driver must report with required Documents at the Gate

Security check of Vehicle with address (Cabin+Trailor)

Provide visitor pass to the driver

Security check of driver (Frisking)

Entry in Visitor/Driver's register with respect to pass number

Pass Number should be in sequence

Vehicle Unloading process must start in the presence of security guard, driver
and unloading supervisor

Once the unloading finish, the POD will be issued to the driver.

Signature must be there of supervisor, driver and security guard with

proper remarks.
Security must make sure that after unloading, the vehicle is made to exit the
gate in the assigned time frame.

Driver report at the main gate with vehicle for exit

Security check of Vehicle and Driver.

Submit Visitor/Driver's pass at the main gate

If found damage or lost and didn’t intimate , action should be taken

i.e. strict checking of driver&vehicle or impose fine for it
Exit the driver and maintain the record
 48

SOP of Security Check in Outbound

Outbound
Vehicle Arrives
SOP:-
Driver must report with required vehicle Documents at the Gate

Security check of Vehicle (Cabin+Trailor), vehicle should be empty.

Provide visitor pass to the driver.

Security check of driver (frisking).

Entry in Visitor/Driver's register with respect to pass number.

After parking driver should not be allowed in loading/Dock area and there should be
stopper for vehicle.

Load in the presence of security guard while he'll be counting boxes by Loading Format.

There should be a Senior-Security Guard

to keep an eye on all the Security Guard
working on the loading Dock whether
they are doing right work or not.
Senior-Security Guard will give an approval by signing the document after matching the
number of boxes loaded from loaded format to the software.

Security guard will inform to the driver once loading is finished.

Senior security guard will check the condition of the loaded vehicle and click the
picture of the vehicle for records.Security will ensure that the vehicle must be loaded
at least minimum of 70% as per Norms with seal. If there is more than one customer
then multiple seal should be assigned.

After completion of all the documents vehicle will report at the gate for exit

Security must make sure that after loading, the vehicle is made to exit the gate in the
assigned time frame.
 49

Submit Visitor/Driver's pass at the main gate and thorough check of driver,conductor &
vehicle.

If found damage or lost and didn’t

intimate , action should be taken i.e. strict
checking of driver&vehicle or impose fine
for it
Exit the driver and maintain the record with proper documents.
 50

SOP of Security Check for Visitors

SOP FOR VISITORS

Entry of visitors/non employee

Ask for name & address ,security check(Matchbox,tobacco,liquor or

any hazardous things etc should be taken into custody if found)
Appointment check on call

Ask/Verify id

Not verified send him back.

If verified give him visitor pass

Entry of that person with all details and with respect to the pass no. given to him

Taking to the appointer with security guard

Suggestions:
1 Surveillance Cameras should be operate & observed by Security Guard 24x7
2 Check Identity of Visitors
3 Tobacco or Match box or any prohibited object is seen in warehouse due to the
ignorance of Security. They should remove all such things from anyone whether
it is seen in the hand of senior management.
4 Strict action should be taken on damaging or lost of visitor card warehouse if not
informed.
5 Any unknown object found, should be handover to the security Guard.
6 Prohibit Entry of Personal vehicle to the Yard Area,
7 Security guard on round inside MJ warehouse should fine the departments if he
found any electric equipment on when not in use.
8 Security guard must be present at the entry of store so that no one can enter in
the store without helmet.

Note:- We have observed that most of the security guard ignore and do partiality with
the known person during secuirty check
So we proposed these suggestions to be followed and can make security of MJ
more effective
 51

Current Process Vs Proposed process

Current Process
Dispatch move
Material is
QA Performs material to
received with
quality check dispatch dept. for
papers
segregation

Dispatch do floor
Dispatch move
scanning &
Confirm chalaan material in QA
create loading
area for scanning
slip

Material is DI generated & Load & dispatch

packed pasted the material

Challenges:
1. Damaging of boxes.
2. QA takes more time.
3. Sending of material without completion of various operation.
4. Material found on dispatch area without QA Scanning.
5. Tearing of Tape & Double Taping.
6. We are not ready to ship the material in next two hour after first box packed.
7. Two hours in floor scanning

Bottlenecks:
1. Poor handling of Boxes leads to damaging of Boxes.
2. Delay in Shift close leads to delay in delivery to customer.
3. Deviation of process leads to sending of material without completion of various
operation.
4. QA Checking efficiency is less due to this dispatch department moves the material to
their department to commute on time by skipping the process.
5. Unable to satisfy the customer inner satisfaction .
6. A major delay in Shipment process.
7. Hits the flow of dispatch process due to wastage of time in floor scanning.
 52

Proposed Process

Material is DI scan w.r.t

Strapping of
received with packing & weight
material
papers sticker

Creation of
DI pasting loading slip by
Confirm chalaan
(every half hour) referring QA scan
data

Material is placed Segregation,

in boxes QA check the
Load & dispatch
boxes & tape it
(without tape) the material

How proposed process overcome the current process challenges & bottle
necks:

1. Material handling will be less that will reduce the chances of damaging the box.
2. QA will be done with packaging so there will be no delay in shifts and dispatch.
3. Due to the linear process deviation of process will become zero.
4. If QA scan is being done after every 30 minutes so probability of not scanned box in the
dispatch department will be reduced.
5. We are taping the box after physical QA check i.e. we are not taping the boxes after
packing therefore taping at once will make the efficient use of taping and at the same
time satisfies the customers mental satisfaction and packed box will leave a positive
impression on customers
6. We are ready to ship the material in next 30 minutes after first box packed.
7. Two hours in floor scanning will be saved if we refer the QA scanning data for loading
slip creation.
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Advantages of proposed process:

 Productivity of QA will increase.

 QA will perform their task from the starting of the working hours
 Competitiveness will arise b/w QA & Packaging
 Productivity of Dispatch will increase.
 There will be no need to scan the whole floor.
 Linear Process.
 Less material handling.
 Optimum use of time and manpower.
 Efficient use of resources.
 Probability of claims will be reduced.
 Now we will be sure that every box is manually QA checked.
 Loading slip can be created by the reference of QA Scanned Data that reduces the work
of DEO and Floor Associate.
 Work load will be reduced over the DEOs i.e. there will be less probability to do mistake
for DI printing.
 DI will not be printed in bulk thus reducing the probability of printing wrong DI
 54

Challenges and Remedies:

• Challenges
• Data for scanning of QA needs to be updated every half hour.
• Movement is more of taking/bringing papers from system for DI creation.
• Software hanging in between the working hours of packaging when data is
uploaded for QA scan.
• Remedies
• We’ll train one person from our dept. to upload Data for QA every half hour.
• We already have 2 system on floor and will install 3 system on floor i.e. we will
create DI on those system.
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Training Module:

Agenda:

Date TIME DETAILS PRESENTER

0:00 – 0:00 a.m. Security Check, Unloading of Vehicle, Quality Check Name

0:00 – 0:00 a.m. UC & Binning Name

0:00 – 0:00 p.m. Picking department Name

0:00 – 0:00 p.m. Packaging Department Name

0:00 – 0:00 p.m. QA Department Name

0:00 – 0:00 p.m. Dispatch Department Name

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Training Module
Inward Departments
 Security Check
 Unloading of Vehicle
 Quality Check by Eshop employees & MJ Team
 Unit Consolidation
 Binning
Outward Departments
 Picking Department
 Packaging Department
 QA Department
 Dispatch Department

Training Model & Methodology :

 57

Training pattern:
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Training Aid:

Training Place
MJ warehouse Palwal
Training Materials
Safety shoes
Helmets in the Location
Training Module outline
Notepads with Pen
Training tools
Flipcharts
Presentations
 59

CURRENT FORMAT vs. PROPOSED FORMAT:

For productivity

Current Format for calculating productivity:

• In current format for calculating the productivity of the departments we calculate
productivity of each shift for one day and attain the average of all three shifts to ascertain
the final productivity.

Proposed Format for calculating productivity:

• In new format we calculate total output by adding the output derived from all the shifts.
• Then we calculate total workers from all the shifts.
• As each worker work for 8 hours then it’s must that productivity must be derived from 8
hours as he is working for 8 hours in a day not whole day.
• Therefore total man hours in a day will be 8*total workers.
• Productivity will be Total output/Total man hours in a day.
• Benchmark should be setup according to new outcomes of the proposed format
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Challenges faced by the departments:

• Low efficiency
• High manpower cost
• Dependency in manpower

Reason of Low efficiency, high manpower cost, dependency in manpower in Packaging

department:
• Software bypass
• Wrong MRP & Shipment
• Omitting Shipment pasting
• Packing excess/short quantity
• Challan deletion
• Weekly offs, Absenteeism & leave
• Untrained manpower
• Equipments not ready on same time
• SAP hanging
• Wrong part packing & pasting wrong weight
• Poor stock handling
• Unpacking material data not send on daily basis
• Not activating red & black table effectively
• Packing opened material in the boxes
• Not using air bubble poly in the boxes
• Forget to place challan copy in the box
• Optimum use of time is poor

Reason of Low efficiency, high manpower cost, dependency in manpower in QA area:

• Not checking the stock properly
• Pasting QA stickers without checking
• Omitting QA stickers pasting on boxes
• Mistake in stock counting
• Not opening the box for QA check
• Lethargic workers
• Untrained Workers
• Low manpower in QA area
• Poor stock handling
• Optimum use of time is poor
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Reason of Low efficiency, high manpower cost, dependency in manpower in dispatch

department:

• They don’t load all the boxes

• Not looking for missing boxes on floor
• Not working systematically
• Not following rules
• S.guard do not count the box during loading
• Scanning all the boxes before loading
• Poor stock handling
• Microsheet not maintain by dispatch team
• Optimum use of time is poor

Suggestions:

• Match tasks to skills

• Proper Coordination between senior employees
• Settlement of disputes as soon as possible
• Record performance of Supervisors, Senior employees
• Improving the working environment to decrease labor turnover
• More focus should be on automation
• Keep a check on the use of resources
• Coordinating effectively with TML
• Penalty on not achieving the target
• Penalty on committing mistakes intentionally
• Increase pay for overtime.
• Senior employees should report on floor
• Ban use of cell phones during working hours
• A standard outfit can be introduced for workers & employees
• Avoid Low digestive food items & lactic acid food during lunch time
• Avoid eating in offices
• More space & resources required to carry out operations effectively in these departments
• Recruit more flexible workers
• Proper channel must be followed by all the departments
• Increase the competitiveness throughout the organization
• Install CCTVs to keep check on the workers
• All seniors must involve in audit issues
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Proposal:

• Investigating on a regular basis of what has been achieved, and what has not
• Implementing corrective action where tasks are not achieved, or achieve on time
• Checking that resources will be available when needed
• Supervising, supporting and motivating the people of the organization to ensure tasks are
undertaken
• Adjusting the operational plan if there is a need
• Reporting problems to superiors e.g. directors, committee personnel, the Board Members
of the organization
• Improve the training process by recruiting trainers from well reputed organization
• The development of systems that enable progress of strategies / tasks to be measured and
reported within a work team, and to management
• Rapid prototyping

Outcome:

• Productivity will increase

• Competitive cost and quality will improve
• Timely delivery will become effective
• It will increase the Customer Orders
• Flexibility and responsiveness in the production of goods and services will increase

Scope :
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Challenges:

• High variation in the working of the workers

• Dialect of the workers was difficult to understand
• Environment was creating hindrance during the study process of warehouse
• Wrong information was given by the employees when I talked about the same issue to all.
• More time was wasted in designing a PPT for my study
• Can’t commute to the warehouse on time many times

Time Motion Study and Productivity:

Time Motion Study of each activity conducted in warehouse results are discussed in
powerpoint presentations
Productivity of the Packaging, QA, Dispatch departments has been ascertained which
have been shown in presentations

Remarks: Every department of warehouse is interlinked therefore all departments affect each
other. Productivity of every department is fluctuating. Reason behind this is the customers.
Marketing department should work on increasing the customers and their orders. Then only the
productivity of warehouse in whole will increase constantly.
 64

BIBLIOGRAPHY

 SAP
 TML Executives
 Warehouse Executives

ANNEXURE

1. Name: ____________________________________________________
2. Address: ___________________________________________________
3. Telephone/Mobile Number: ___________________________________
4. Email ID: __________________________________________________

5. Are you Happy working in MJ Logistics Pvt Ltd.?

 VERY HAPPY
 HAPPY
 SATISFIED
 COMPLETELY DISSATISFIED

6. Is the behavior of top management acceptable?

 VERY NICE
 YES
 NEUTRAL
 NOT ACCEPTABLE

7. Is whole department cooperative?

 STRONGLY AGREE
 AGREE
 NEUTRAL
 DISGAREE
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8. Do you get your salaries on time?

 YES
 MOST OF THE TIME
 OFTENLY
 NEVER